WHITE PAPER

Cloud Platforms: The Future of Marketing and Advertising
Technology
Sponsored by: Marin Software
Gerry Murray
April 2015

IDC OPINION
The market for marketing and advertising technology has seen a great deal of innovation over the past
10 years — so much so that it now boasts well over 1,000 vendors, which IDC has organized into more
than 75 categories. IDC believes this structure is unsustainable, and over the next three years, the
forces of consolidation will exert fundamental changes in how enterprises provision marketing and
advertising infrastructure and from whom they provision it. The result will benefit brands, vendors, and
customers. Findings include:

Unsustainable complexity: The market for marketing and advertising technology has been in
innovation mode. Point solutions have come to market independently and asynchronously,
forcing buyers into reactionary purchase behaviors. A long-term plan has simply not been
possible. As a result, CMOs have had to optimize fragmented marketing infrastructures and
manage increasingly specialized staff members who struggle to understand how their activities
influence those of their peers.

From managed services to software as a service (SaaS): Brands have rejected the agency
black-box model to digital ad management. There is widespread frustration among brands not
only about fees and margins but also more fundamentally about being able to apply business
acumen to ad performance in real time. Digital advertising, in general, and search, in
particular, represent an increasingly significant spend and require real-time management.
SaaS solutions make the in-house approach both feasible and cost effective.

Pervasive programmatic advertising: Ad networks are too complex and buyer behavior is too
dynamic to serve without automated ad placement for large and even midsize companies.
Optimizing reach, acquisition cost, and personalized creativity across channels at scale
requires massive data sets, algorithmic bidding models, and real-time visibility — none of which
can be achieved without an automated solution.

Competing on data: Using advertising and marketing technology to drive customer
expectations beyond the ability of competitors to deliver is becoming a new source of
competitive advantage. Brands with the ability to aggregate multiple first-, second-, and thirdparty data across their advertising and marketing operations will be the winners.

The key driver for the transition to clouds is the value delivered to CMOs. They will be able to deploy
consistent solutions on a global basis, get better reporting from internal and external campaign
investments, and manage marketing based on performance.

April 2015, IDC #255781

However. and marketing management and administration. data and analytics. It requires an infrastructure that provides the following:  Well-governed data. Brands are realizing that accomplishing all this depends on outstanding performance not only within media channels (e. serving customers at each step of their journey. SITUATION OVERVIEW Connected Customers Require Connected Marketers Fundamental to the grand transformation happening in every marketing department on earth is the digitally connected customer. As a result. devices. and a myriad of other sources in ways they never were before smartphones became ubiquitous. each other.g. IDC believes this will be a highly diverse market with many options available to buyers. cloud platforms will become increasingly attractive to mainstream buyers that lack the resources of early adopters to own and operate the constellation of technologies needed to run modern enterprise marketing organizations. content production and management. real-time. the digital world also introduced a mind-boggling number of new media. content. It is no longer a reliable linear model. and algorithmic optimization techniques  Transparent real-time reporting  Delivery of personalized content  Fragmented infrastructure ©2015 IDC #255781 2 .METHODOLOGY This document is based on the extensive market research that IDC has conducted on the development and adoption of marketing technology as well as interviews with five Marin Software customers. social. which are referenced throughout this paper and listed in the Related Research section. systems. The analysis is based on IDC's 2015 Strategic Framework for Marketing Technology. This framework is the basis for IDC's worldwide market size and forecast for marketing technology. which is expected to reach more than $32 billion in 2018. data. search ads. In addition to the profound power shift from brands to customers that this has enabled. specifically because both best-of-breed and platform strategies will be needed to serve a variety of buyer acquisition strategies. processes. and analytical capabilities based on deep integration with first-party customer and revenue conversion data  Advanced. buyer behavior is more complex than ever. IDC has also conducted extensive research on how enterprises are deploying marketing and advertising technology and has published a number of frameworks and forecasts. it is now a world of almost infinite permutations. data management.. rather. and tracking every customer touch point require highly sophisticated real-time communication and coordination of marketers. and reporting. Web site. which organizes more than 75 categories of marketing and advertising technology into four broad categories: interaction management. and in-store) but also across media channels. Creating a consistent buyer experience. Customers are connected to information. and modes of influence — some of which are consumers themselves. mobile. IN THIS WHITE PAPER This White Paper presents IDC's view of how key technology trends will shape the future of the marketing and advertising technology market.

online and offline events. but it is more daunting in large companies with autonomous business units and siloed budgets that lack a governance function to oversee the selection and specification of various marketing and advertising systems. search. and video  Digital commerce: Solutions such as ecommerce platforms. direct mail. and why. catalogs. real-time offers. chief digital officers (CDOs). SMS/text marketing. competitors. They include marketing resource management (MRM). The marketing and advertising technology market is unsustainably fragmented. and expense tracking infrastructures that CMOs need to manage marketing operations. partners. digital asset management (DAM). influencers. To provide a holistic view. content analytics. mobile Web. merchandising. The technologies in this category are databases. and CIOs to achieve a holistic view of what they have. and offline ads. workflows. and personalization  Social monitoring and publishing: Solutions for identifying and interacting with communities. and mobile app development  Web site: Solutions such as Web content management. telemarketing. budgeting. recommendation engines. In the long run. search. tag management. enterprise social networks. and project management. content management systems (CMSs). AR/PR. including display.  Data and analytics: The primary function of these solutions is to store and produce insights from customer. mobile point of sale.Unfortunately. data warehouses. mobile. sales enablement. what they need. a unified infrastructure has been hard to achieve. and customers on a wide array of trending topics and social channels  Other: Solutions such as social monitoring and publishing. communities. They include the following subcategories:  Advertising: Solutions to manage and optimize Web. portals. and financial data. search engine optimization (SEO). video. customer communications management (CCM). content marketing. email marketing. chat.  Management and administration: The primary function of these solutions is to provide the internal communications. Some of this is due to the sheer number of solutions needed. image. social log-ins. prospects. operational. and partner relationship management (PRM)  Content production and management: The primary function of these solutions is to facilitate the production and management of marketing content. and internal portals. ©2015 IDC #255781 3 . document management. So many different solutions are available that it is very difficult for CMOs. location-based targeting. audio. loyalty/gamification. and video). They include authoring and publishing tools (such as text. IDC breaks the marketing and advertising technology market into four broad categories that are made up of many subcategories as follows:  Interaction systems: The primary function of these solutions is to communicate to and/or with the market and conduct the digital dialog. and data management platforms as well as enterprise-class analytics solutions over and above the analytics embedded in nearly every interaction technology. social. collaboration. and social commerce  Direct marketing: Solutions such as marketing automation. These solutions can aggregate and analyze data from multiple internal and external sources to supply new insights for marketers. all components must work together because customer experience transcends internal distinctions between lines of business as much as it does media channels.

eCommerce platforms will be a gravitational force in pulling all of the digital commerce boxes together. social. Figure 2 shows the diverse channels around which advertising technology point solutions have emerged. Analytics is seeing a consolidation of segmentation. predictive. social. but platforms are already starting to consolidate search. and even mobile data into single offerings. FIGURE 1 IDC's 2015 Strategic Framework for Marketing Technology Content Interaction Advertising Web Ads Search Display Social Other Ads Video Retargeting Other Display Mobile Web SEO Online Video Platforms Digital Publishing Graphic & Web Design A/V Authoring Tools Chat Social Log-in/ Sharing Community Mgmt Customer Portals Diagramming Office Apps Surveys Location Search Content Search and Analytics Site Search Offline Ad Mgmt Retargeting Other Direct Mktg Digital Commerce Clienteling Web Content Mgmt (WCM) Mobile Ads Ad Buy Optimization Mobile POS Online Catalogs Merchandising Integrated Mktg Mgmt/ Mktg Auto Telemarketing Customer Comms Mgmt Content Mktg Platforms Recommendation Engines Events Online Real-Time Offers Social Commerce eCommerce Platforms Mobile Apps Direct Mail SMS/ Text Email Mktg Onsite Tag Mgmt Personalization Other Enblmnt Social Mktg AR/PR Mgmt Direct Sales Tools & Portals MoniMonitoring toring Loyalty/ Gamification Mgmt and Admin Email Apps Project Mgmt MRM Team Collaboration Cat/ Cluster Engines Language Analysis Rich Media Search Partner Relationship Mgmt Q&A Engines Text Analytics Portals CMS Customer Intel Digital Asset Mgmt (DAM) Competitive Intel PubEngaging lishing Doc Mgmt Market Intel Data and Analytics Collaborative Apps Enterprise Social Networks Authoring and Publishing Web Site Mgmt Budget/ Plan/ Track Analytics MRM Reporting & BI Predictive Analytics Social Media Analytics Mktg Data Mgmt Web Analytics Data Mgmt Mktg Datawarehouse Source: IDC. 2015 Marketing and Advertising Cloud Consolidation The forces of consolidation are actively at work in all areas of this map. In the interaction arena. Management and administration is seeing cloud communication and collaboration solutions gain traction by merging all of the collaborative application capabilities. both within and between categories.Figure 1 shows a map of all the solutions in the four broad categories that collectively encompass the marketing and advertising technology market. Content search and analytics tools are similarly merging. ©2015 IDC #255781 4 . and display on Web and mobile. Web content management systems now fulfill many of the Web site management requirements. Web.

2 billion in 2014 to more than $32. the top global ad agencies desperately need both the technology infrastructure and the technical expertise to run the infrastructure. ©2015 IDC #255781 5 . They will be heavily reliant on the tech community for digital execution. over the five years from 2014 to 2018.FIGURE 2 Advertising Cloud Consolidation Retargeting Mobile Digital TV Display Digital Radio Social Search Online Video Advertising Cloud Offline Source: IDC. administration. the business case for outsourcing major portions of marketing infrastructure and services will become increasingly attractive for many companies. However. The majority of this spending will be in the areas of interaction systems and data and analytics. and analytical expertise. organizations will spend approximately $130 billion on software for marketing departments. Market Size and Forecast Figure 3 forecasts how much organizations worldwide will spend on software solutions for marketing. Cumulatively. The market will grow from approximately $20. It will be one of the fastest-growing areas in high tech with a compound annual growth rate (CAGR) of 12.3 billion in 2018. Advertising and marketing clouds have the potential to break down the silos within brands and agencies to provide better:  Cross-channel campaign coordination  Customer behavior data  Analytics on interchannel performance  Return on marketing As these offerings mature in the next three years.4%. 2015 The bigger issue is the coming availability of everything in the interaction space as an integrated platform.

using. hierarchical.  Companies whose marketers effectively serve the buyer across purchase stages. Capitalizing on these opportunities requires a radical new approach to marketing — one that is data driven.000 ($M) 25.000 30. The required technology is diverse and complex.000 10. Leadership requires extensive investment in marketing technology and the drive to rapidly mature the infrastructure and the organization's ability to make best use of it. media channels. 2015 FUTURE OUTLOOK Advertising Cloud Buyer Maturity Marketing and advertising technology are essential to competing in the modern digital.FIGURE 3 IDC's Marketing and Advertising Technology Market Forecast. responsive. and integrating systems ©2015 IDC #255781 6 . mobile. The following are the basic rules of engagement facing the modern marketer that present a host of new opportunities:  Marketers that clearly and quickly separate individual purchase intent from the overwhelming noise in the marketplace will have a huge head start on their rivals. Each variation represents a single customer's journey from acquisition to advocacy — a journey on which extraordinary assistance from sellers at every step is expected. process oriented. so marketers must have a rational approach to acquiring. creative. and entrepreneurial.  Marketers that elevate buyer expectations will make their competitors look dated and out of touch. social marketplace as well as for the aggregation and analysis of offline customer activity.000 0 2014 2015 2016 2017 2018 Management and administration Content production and management Data and analytics systems Interaction systems Source: IDC. and real-world interactions will sell to the best customers the fastest.000 15. 2014–2018 35. It is a marketplace of buyers with limitless access to information in which the linear model of customer acquisition has transformed into a dynamic of almost infinite variations. devices.000 20.000 5.

and resource planning. primarily integrating email and Web marketing with customer relationship management (CRM) systems. interpret it. They are quickly mastering their new tools and learning new marketing plays. processes. content. Today. even the most advanced users are only starting to make the transition from the repeatable stage to the managed stage or. data and analytics. cross-channel control. and provide reports for subject-matter experts to make smart decisions not just about a particular channel but about overall marketing strategy. If 50 players are needed to perform. ©2015 IDC #255781 7 . Second. and skill sets. and content marketing capabilities advance.  Optimized: Enterprise engagement — A comprehensive marketing technology platform is integrated with other customer-facing enterprise systems. brands cannot afford to wait for periodic performance reports.  Managed: Marketing platforms — Point solutions are finally knit together as a platform via data and process integrations that encompass not only marketing operations but also advertising and real-world interactions. There are two fundamental reasons for this. personalization. Marketers are like musicians who have been issued new instruments that are unlike any kind they've used before. control. and marketing management and administration. brands need an infrastructure or service that provides real-time access and the ability to quickly change tactics whenever necessary. companies dedicated practices areas.  Opportunistic: Marketing automation falls short — Despite its name. Managed services where an agency charges a monthly fee or retainer to execute a given amount of ad spend are being rejected by brands. David Rodnitzky. Digital Advertising and Channel Convergence Marin will be a hub to capture data from many different sources. and social. and develops multifunctional marketers. but they have not yet formed into a full-fledged orchestra in which all 50 musicians perform as one. In today's "always on" digital market. 3Q Digital Digital advertising is generally thought of as three main categories: display. First. Then they must learn their parts for the piece that the group wants to perform. IDC has developed the following five-stage model for marketers to accomplish this:  Ad hoc: Retro-digital — Marketing technology is limited to email and Web site. as described in the five-stage model. As a result. Agencies will need to move to open technology and services to compete. in other words. some of these areas have become so complex that they require mastering new organizational practices.  Repeatable: Proliferation of point solutions — Investments are expanded to address burgeoning but separate needs for new areas such as advertising. or responsiveness that brands need. marketing automation addresses only a small part of the overall marketing technology envelope. and technology stacks to them. Next. The managed service model does not offer the transparency. Today. Collaborative workflows. Specialized agencies emerged with deep expertise in one or more of these areas to offer a variety of managed services options for brands. budgets. budgeting. An analogy to an orchestra is apt. from point solutions to platforms. nurtures creativity. supported by a standardized customer data governance structure. CEO. This becomes more important as the ad spend becomes larger. search. the supply side of the market is simply developed around point solutions. predictive analytics. data and analytics. a number of key changes are breaking down this model. mobile. they must learn how their parts fit together under the orchestration of the conductor. and coupled with a culture that fosters high analytics IQ. they each must first master their own instrument.for interaction. As these disciplines emerged. The changes are as follows:  Brands are demanding more transparency and control from agencies. content production and management.

Global Marketing. brands are now expected to use the data to the benefit of their prospects and customers.com The paid search environment has become so big and so fast that for large brands it's similar to a Wall Street trading desk in scale. and new techniques such as native content are emerging. and LinkedIn are adding bundled advertising products to their platforms. There are many different dynamics that may require subtle tweaks or major changes in ad-buying strategies on a daily or even hourly basis. Today. Dynamically serving ads on the most cost-effective channel based on what content the customer has already seen requires digital ads to work together. finance. complexity. Early adopters that invested heavily in best-of-breed approaches for each of the three digital ad categories are working hard to create shared data repositories. In return for all the data they know brands have on them. New buyers will have the advantage of having an increasing amount of this integration embedded as advertising and marketing clouds mature. Evaluation: Buyer validates that the solution fits its needs and compares alternatives. customer behavior can change over the course of the day with more research happening during working hours and more buying behavior after work. Mark Fiske. interoperability between advertising and marketing will be a source of competitive advantage. and compressed time frames. Brands need to break down or avoid creating independent silos for different customer touch points. and media channels such as Facebook.and sponsor-created content. siloed approaches to managing digital advertising are starting to change. search. Moreover. workflows. life events such as weddings. long marketing and sales cycles make it imperative to closely track buyers in order to make the most compelling offers to the best customers the fastest. In business to consumer (B2C). Ancestry. For business-to-business (B2B) marketers. customers are as digitally savvy as the best marketing and advertising professionals. and school graduations can be significant qualifying signals for certain businesses. Brands that are best in class at leveraging customer data across these functions will deliver and derive the most customer value over the lifetime of the relationship. and social are becoming increasingly linked. fulfillment. Within leading brands. Purchase: Buyer wants to deploy the solution as soon as possible. holidays. we have grown our paid search budgets by double digits every year since 2012. Digital channels are linking and expanding. and metrics across them. funerals. highly competitive channel. This is a huge opportunity that applies to the entire brand — not only to advertising and marketing but also to sales. To this end. Exploration: Buyer seeks fit between a business challenge and potential solutions. publishers are leveraging editorial with user. 2. sporting events. 3. Pinterest. Mobile is also playing a major role in reshaping the ad landscape. Leading brands are already starting to utilize the fast-paced world of ad tech to more rapidly improve their marketing strategy and tactics. Seasonality. That's very impressive for a mature. major vendors are expanding their channel-specific products into multichannel platforms. ©2015 IDC #255781 8 . enabling brands to make the most compelling offers to the best customers the fastest.  Customers require better coordination between marketing and advertising. and geographies also affect consumer behavior. Efficiency at Scale Through the use of Marin. and customer service. Display. As a result. Twitter. Consumers are conducting social searches. Senior Director. B2B buyers go through long education processes that span the following distinct stages as defined by IDC: 1.

they are creating shared metrics across channels — each team is compensated on overall marketing performance. This is considered a competitive advantage in terms of improving speed. getting the most from every search ad dollar requires the ability to bid at the keyword level in real time. Our line-of-business marketers cannot be efficient without an aggregated tool. paid search is the largest portion of the digital ad budget.The main challenge for B2B marketers is that as buyers move from one stage to the next. Eight years ago. visibility. Customer Snapshot — From Managed Services to Advertising Cloud A large brand-name retailer with a nine-figure marketing budget uses Marin to manage its search ad investments. content. It is simply impossible to do without an automated platform. they are able to collaborate across marketing and ad functions. Next-Generation Marketing and Advertising Teams The only way we'll succeed is to have a core group of people executing in a synchronous manner. As a result. For both B2C and B2B. This data is also crucial for optimizing ad investment because what works and what doesn't work can change rapidly. we would lose the consolidated view of bids and customers. New channels emerge. and consistency. social. in addition to channel-specific performance metrics. Thus it is critical to connect individual buyers to specific actions and responses and acutely tune advertising and marketing content to their changing needs. Today. including optimization. We would need digital media managers dedicated to each channel. they are establishing centralized repositories and governance for customer data. ©2015 IDC #255781 9 . and transparency can be the difference between success and failure. they are using collaborative workflow environments to increase the coordination and transparency between teams. Large Retail Brand In addition to their investment in technology. As a result. content that was previously valuable and engaging becomes suddenly irrelevant. but that's not how our business is set up. paid search. The small amount of search ad activity was handled by an agency. the digital ad budget was largely dedicated to email and the Web site. Third. Second. If we took Marin out of the equation. ad networks change. and large brands can have millions of these search ad dollars. and customer access costs can shift suddenly between channels. Director. and search engine optimization (SEO). responsiveness. First. Marin enabled the company to bring search advertising in-house and improve control. Acquisition Marketing. other layers of complexity also must be overcome. and the lack of visibility provided by the agency model was extremely frustrating. We would have to start buying separately on each ad network. and performance. Competitors are constantly trying new tactics as ad inventory is continually changing. leading organizations are using three key practices to bring greater efficiency to their advertising and marketing operations.

Many B2C companies can accomplish this. and vice versa. However. It helps a great deal if executives. Attribution and ROI The big thing that Marin brought to the table was the ability to integrate our CLV data. customers do not always buy the item they click on in an ad. they are able to think in terms of cross-channel campaigns as opposed to having a singular focus on tactics in one area. Global Marketing. In many respects. and go-to-market models. Ancestry.com Attribution and ROI models are very difficult to build for large-scale marketing operations. For B2C companies. Without the data that tracks the flow of customer interactions across both ad and marketing touch points. it is very easy to underestimate the influence that ads have on buyer behavior. The degree to which marketing contribution can be attributed directly to revenue depends on business models. This enables them to contribute more and have more valuable conversations with clients. an ad for jewelry may ultimately result in a sale of shoes. Mark Fiske.Customer Snapshot — Managing Modern Marketers 3Q Digital is creating multifunction marketers and grooming them on a career path that encompasses both the science and the art of modern marketing. but many cannot. For B2B companies. sales. and marketing can establish methods for attributing marketing contribution early on before it gets too complicated. finance. the details of the methodology are less important than the degree to which it is transparent and understood by everyone up and down the organization. For example. The key is to connect contacts to ad spend and then track their progress through nurturing campaigns to a transaction. a tweet that links to a white paper may result in a video view. and so forth. CLV analysis has become fundamental. when we looked at how long customer relationships last. there are key challenges for both B2C and B2B companies. People at the bottom of the marketing organization spend 80% to 90% of their time on the science of marketing. It can also be a highly political conversation because it will directly impact budget allocations in different groups that ultimately should be working together toward the same goals. display. Campaigns we thought were very successful turned out not to be. At the top of the organization. Senior Director. It also requires transparency across the different systems so that everyone trusts the reporting process from each of the different digital channels. As they broaden their expertise. they spend 80% to 90% of their time on the art of marketing and fostering creativity throughout the agency. A multifunction marketer is someone with depth of expertise in one or two areas and familiarity with a portfolio of channels. email. ©2015 IDC #255781 10 . tools. The career path may start in social advertising with exposure to search.

Once revenue objectives are set. sales and marketing investments can be allocated based on expected inventory availability. When attribution is fair. The attribution model is embedded in the business-planning process. the market at large will move to a platform model in which most marketing technology will be available as a service and potentially bundled with technical and agency services. IDC expects alliances between the major tech and agency players to be dominant in the enterprise segment. and control. sales. It also has significant implications for the following:  Outsourcing and capacity-planning strategies  Marketing IT budgeting models (potentially rolling technology spend into the advertising budget when bundled agency offerings are available) In the short term. agencies. FUTURE OUTLOOK IDC predicts that after more than 15 years of unbridled innovation. others will remain as independent "add-ins" to serve niche requirements and complement major platforms. While marketing platforms mature. For Buyers The evolution to marketing clouds has significant implications for how marketing infrastructure will be provisioned and from whom. responsiveness. This is the case at a regional self-storage provider. and integrators that will determine market power. Actual expenditures are tracked carefully against performances across ad campaigns and marketing programs and adjusted as needed. For Suppliers The availability of advertising and marketing clouds raises the urgency for suppliers to decide how they will navigate the complex sets of relationships between tech vendors. they will have advantages in internal expertise. The key is to avoid making attribution a political issue. leading CMOs will build out extensive infrastructure and the associated organizational skills. and transparent at the enterprise level. it creates a collaborative culture that results in better coordination and overall contribution from advertising and marketing efforts. IDC does not endorse a waiting strategy because it will have significant implications for market share erosion and result in an organization that lacks mastery in core digital and analytical skills. In the longer term.Customer Snapshot — Data-Driven Marketing The best-case scenario for attribution modeling is to have senior executives from finance. marketing clouds will make many of the same capabilities available to everyone. As a result. consistent. which it inherently is due to the fact that people running more successful programs will tend to get more resources. An enterprise perspective is needed to ensure the attribution methodology properly accounts for the specifics of the business model. Companies whose technology becomes embedded into the larger marketing cloud solutions will find these relationships highly influential in terms of available market and future merger and acquisition activity. Some point solutions will be consolidated. and marketing establish a model irrespective of any technology or process within those functions. ©2015 IDC #255781 11 . However. the market for marketing and advertising technology will enter a consolidation phase in the next two years as point solutions rapidly evolve to cloud platforms. consultancies.

as other marketing services firms such as agencies. business process outsourcers (BPOs). RELATED RESEARCH  The Marketing Software Revolution: Strategies for Buyers and Sellers (IDC #WC20150108. Microsoft. March 2014)  IDC MaturityScape: Data-Driven Marketing — Beyond Marketing Automation (IDC #244993. and other marketing services providers and regularly reevaluate the buy-versus-build equation. November 2014)  Worldwide Marketing Software Forecast 2014–2018: $20 Billion and Growing Fast (IDC #251902. Companies such as Adobe. June 2014)  Marketing as a Service (MaaS): A New Route to Market (IDC #247587. social marketing. and Salesforce. October 2014)  IDC's Strategic Framework for Marketing Technology: Five Drivers That Get CMOs and CIOs on the Same Page (IDC #248828. Oracle. the efficiency of your processes. CONCLUSION There is no shortage of opportunity in the marketing and advertising technology arena. December 2014)  Digital Marketing: The Future Role of Agencies (IDC #252328. The market continues to evolve new capabilities and delivery models for customers. Marin must outmaneuver its competitors to develop strategic partnerships with key players. IDC expects advertising technology to become a key addition to marketing cloud offerings for all the reasons previously discussed in this paper. In addition. Finally. agencies. content marketing. These actions will help position the company as ad tech and marketing tech converge over the next two to three years. CHALLENGES AND OPPORTUNITIES Challenges for Marin will be to expand its advertising capabilities across search. To date. Therefore. Each new capability they add represents a key differentiator. December 2013) ©2015 IDC #255781 12 . While developing these areas. and data and analytics. This investment is expected to continue as companies expand their coverage of IDC's 2015 Strategic Framework for Marketing Technology.technology will diminish as a source of competitive advantage because most companies will have access to the same infrastructure. and the mastery of your customers' behaviors. consultancies. January 2015)  IDC MaturityScape: Marketing Technology (IDC #252793. and even systems integrators (SIs) expand their offerings for marketing. and even customer support activities. Marin should ensure that its customer data is usable by other marketing and CRM systems (and vice versa) so that clients can better leverage customer insights across all marketing. sales. CMOs should continually monitor the digital capabilities of tech vendors. and display — something it is already doing as indicated by its recent acquisition of SocialMoov. and by acquiring companies. much of the M&A activity has concentrated on marketing operations such as campaign management. IBM. the long-term difference makers will be the proficiency and creativity of your people. Brands have tremendous upside potential but must mitigate the associated risks of making the right technology decisions at the right time so that they are not outmarketed in the increasingly fast-paced expanding universe of digital marketing.com have invested billions of dollars in their marketing cloud strategies. they make the technical and organizational expertise unavailable to competitors. social.

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